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HomeMy WebLinkAbout2000-02-02 ORANGE COUNTY SANITATION DISTRICT abate: January 26, 2000 17143962-2411 .111 q eddreec P.O.Box E127 Fountain Valley,CA 92728-8127 etra.teaata..: NOTICE OF MEETING CANCELLATION 108"Ellis Avenue Fountain Valley.CA 927DB-7018 OPERATIONS, MAINTENANCE AND TECHNICAL SERVICES COMMITTEE Mbemror ORANGE COUNTY SANITATION DISTRICT A ll n ea • Cities Anaheim WEDNESDAY, FEBRUARY 2 - 5:00 P.M. Brea Buena Park cypress DISTRICT'S ADMINISTRATIVE OFFICES Fturtiun eaten Fullerton 10844 ELLIS AVENUE Fullerton Garoen Grova FOUNTAIN VALLEY, CALIFORNIA 92708 Hun6ngron Beech Irvine a Habre Le Palms Lae Alamims Newptrt eeeth O ee, Please note that the regular meeting of the Operations, Maintenance and Return. Technical Services Committee of the Board of Directors of Orange saris A. seal eaath County Sanitation District, to be held at the above location, date and start." 71,abn time has been cancelled. Villa Park Ibrba Linea County of Orange Beef., 01...let. Costa Mesa Midway City Weer Ol..'ete Irvine Ranch 'To Prows me Public Haan and the Environment through Excellence in Wastewater systems' 1 OPERATIONS, MAINTENANCE AND TECHNICAL SERVICES COMMITTEE MEETING DATES OMTS COMMITTEE BOARD MEETING DATE MEETING DATE Cancelled 02/23/00 03/01/00 03/22/00 04/05/00 04/26/00 05/03/00 05/24/00 06/07/00 06/28/00 07/05/00 07/19/00 DARK 08/23/00 09/06/00 09/27/00 10/04/00 10/25/00 11/01/00 11/15/00 12/06/00 12/20/00 DARK 011/24/01 02/07/01 02/28/01 February 2, 2000 TO: OMTS Committee SUBMITTED BY: Robert J. Ooten, Director of Operations & Maintenance SUBJECT: Operations and Maintenance (O&M) Department Monthly Report PERIOD ENDING: December 31, 1999 INTRODUCTION The Operations and Maintenance Department Monthly Report to the OMTS Committee is contained herein. This report, covering the months of November and December, is intended to provide current O&M business information as well as performance trends. Please contact me at (714) 593-7020 if you have any questions regarding the material in this report. RJO:pjm Hiw AwWm\910Magnante\OMTS_COMMITTEEWonthly Repons\1999 20001020200 Report.tlw OCSD • P.O.So. 8127 • Fountain Valley,CA 92728-8127 • (714) 962-2411 OMTS Committee Page 2 of 8 February 2, 2000 I. Financial Summary O&M, and GSA (Collections, and Plant Facilities) Costs / MG $500 O&M (including GSA)Joint Operating (JO)Costs are 76.1 b of total reported OCSD JO expenditures/MG during this 15 month period. $400 $389 $367 $384 $384 $380 $372 $365 $361 $360 $367 $348 $3q7 $352 $356 New O&M $339 $300 $336 $298 $292 $29] $300 $303 $ 09 $305 $303 &308 $320 $324 $326 $3 $ 18 Fonn afO&M $200 ollacdone and Plant Facilities Maintenance (GSA)JO Costs are I�14.9%of total O&M plus GSA expenditures/MG during this 15 month period. $100 � $50 $47 $50 $52 $53 $56 $56 $57 $59 $53 547 $60 558 $64 $54 Former GSA Oct-98 Nov-98 Dec-98 Jan-99 Feb-99 Mar-99 Apr-99 May-99 Jun-99 Jul-99 Aug-99 Sep-99 Oct-99 Nov-99 Dec-99 OMTS Committee Page 3 of 8 February 2, 2000 II. PLANT-RELATED ODOR COMPLAINTS Odor Complaint History 7 s — s LL 4 a a u 3 — ry U `N E 2 -- -- z Q m Z O n i Q � Q of Z 0 ®Planll ❑Plant2 ONITS Committee Page 4 of 8 February 2, 2000 II. FINAL EFFLUENT FINAL EFFLUENT SOLIDS MASS 2000 la00 Limit 1667 Avg. Metric TonslMonth All 1600 5 11]0 1400 1200—-1220�ia� 1190 1220 1220 1240 1270 1320 1300 1250_ _1250 - 1310 1270 - _- - 0 1200 d e 1000 5 800 600 — ----_. . . - ___ _- 400 200 o TOTAL SUSPENDED SOLIDS (TSS) Calculation: Metric tons= (Flow) (TSS) (8.34) (365 days) rounded to 3 significant figures (2204#/MT) (12 months) OMTS Committee Page 5 of 8 February 2, 2000 III. FINAL EFFLUENT (continued) Final Effluent Flow (mgd) - Secondary Treatment Trend (% ) 250 241 2 B 2/0 2 7 211 23a 235 2 0 230 231 232 231 R30 I 2 a E 200 150 2• 100 -- N 50 50 52 52 50 51 52 62 51 Tr51 17 0 Final Effluent Flow (mgd) —.0—Secondary Treatment (50% ) OMTS Committee Page 6 of 8 February 2, 2000 III. FINAL EFFLUENT(continued) Biochemical Oxygen Demand (BOD) Total Suspended Solids (TSS) 100 90 _ tBOD Permt Ur it =100 rtg/L BOD 80 82 5 78 78 80 TSS Li9it .80 mg/L J 70 � 89 E 60 Tag so . 40 50 49 49 30 0) CD 00 0) (3) 0) 0) 0) 0) 0) 0) 0) 0) 0) 0) (7) 0) cp cp 0) 0) 0) 0) O) O) 0) M d) d7 > U C 'i >. C to � �' > U } Z p -c0i LL Q CL f0 d 0 Z d LL Q V7 ���BOD .TSS OMTS Committee Page 7 of 8 February 2, 2000 IV. MAINTENANCE MEASURES Preventive/Predictive Maintenance e too c 90 0 60 Goal- 60 % 70 m 60 m s0 C 40 m 30 20 ����Tr - -� d 00 N 00 m O) 0) M 0) 0) 0) M W O) m m EL rn rn rn rn a) rn T T rn rn rn rn rn O Z p � LL 2 a 2 � ¢ on O Z p —#—Mechanical Maintenance —f— Instrumentation/Electrical Maintenance Preventive/Predictive Maintenance To Corrective Maintenance Ratio Definition - The Maintenance percentage indicated in this trend represents the Preventive/Predictive Maintenance time as a percentage of total Preventive, Predictive, and Corrective Maintenance hours worked by field personnel. The goal of 60% Preventive/Predictive maintenance is an in-house standard to measure productivity. The ability to measure Maintenance Division productivity against industry standards will be possible through the new Financial Information System (FIS). OMTS Committee Page 8 of 8 February 2, 2000 IV. MAINTENANCE MEASURES (continued) Wrench Time too -- so A 0 80 e 70 Mechanical Goal - 47.5% 60 _— - c� 5040 -- -- m 30 0 a I Instrumentation/Electrical 20 `- Z O --*--M achanicaI Maintenance ­11111111—In stru m entation/Electrical Maintenance Wrench Time Definition -Wrench Time is a measure of wrench-on-bolt time within the O&M Maintenance organization. The wrench time component is comprised of time worked by field employees performing work against the following activity types: Preventive maintenance, Predictive maintenance, Corrective maintenance, construction, support time consisting of job-to-jab travel time, parts acquisition and work order documentation. This trend indicates the wrench time and support time hours as a percentage of all hours worked by Maintenance field staff. The goal of 47.5% Wrench Time is an in-house standard to measure productivity. The ability to measure Maintenance Division productivity against industry standards will be possible with the implementation of the new Financial Information System (FIS). January 26, 2000 TO: OMTS Committee SUBMITTED BY: 17nv,-e�,� Robert P. Ghirelli, Director of Technical Services SUBJECT: Technical Services (TS) Department Monthly Report PERIOD ENDING: January 15, 2000 INTRODUCTION The Technical Services Department Monthly Report to the OMTS Committee is contained herein. This report is intended to provide current business information as well as performance trends. Please contact me at (714) 593-7400 if you have any questions regarding the material provided in this report. GENERAL The following Division Reports are attached: y Environmental Compliance & Monitoring • Sewage Spills • Biosolids Distribution q Environmental Sciences Laboratory • Cumulative Totals y Safety & Emergency Response • OSHA Incidence Rates • Workers' Compensation Claims and Costs ➢ Source Control • Industries with Discharge Violations NPDES PERMIT COMPLIANCE The District is required to test the toxicity of the final effluent at regular intervals. The tests are called whole effluent toxicity (WET)testing. During the month of November 1999, the WET test results exceeded the permit toxicity limit. Investigation into the causes is underway. There were no exceedances during the month of December. btTAR:lvw H:\wp.ftXW3590\vwWnd00MTS\TSD RepoM1 OMTS Monthly for RPG-Jmuary.dw Environmental Compliance & Monitoring Sewage Spills As illustrated in the chart below,there were two spills for the December 16.1999January 15,2000 reporting period. Both spills were less than 1,000 gallons. District's Sewage Spills 1998 - 1999 Sewage Spills 1998-2000 s 5 Q — 3 I N F 1 0 a Reporting Period e — ■-1000 gallons 0>1000 gallons ®>10,000 gallons Biosolids Distribution The chart below illustrates the amount of biosolids transported to each county in the past year. District's Biosolids Distribution 1998-99 u000 s000 m `o soda 12 •000 2000 fla o . - mRiverside OKern IlKings ■San Diego Ill Environmental Sciences Laboratory Cumulative Totals (4 graphs) Workload in the laboratory for the first six months of fiscal year 1999-00 was approximately 27% greater than predicted by the workload model. This increase was due to the Huntington Beach issue, the insourcing of the Ocean Monitoring program (chemistry and microbiology)and additional work related to NPDES monitoring. In the latter case, monitoring frequency has increased due to the permit exceedance in the February 1999 for polyaromatic hydrocarbons (PAHs). (The first column is projected workload;the second column is actual). Environmental Sciences Laboratory Cumulative Totals e° N y� ry�yry� °°A 6� M1° ry E nm o � 9 ° In this graphic, the actual workload in the lab,measured as tests per month is compared to the theoretical workload as calculated by multiplying the benchmark standard of tests per FTE per month (225)by the number of FTEs. It is apparent that the actual productivity exceeds the benchmark standard by 20-25%. 110001 —Aotual-Whole Lab 5 10000 �i —Benchmark Projection 0 f 9000 ; S 6000 J 0 7000 d 6000 z 50001 i The laboratory workload as measured by tests per year and staffing as measured by FIFE are compared for 1994-95 through December 1999. Staffing has tracked with the lab test workload relatively constant over the past 5 years. In the past year there has been a significant workload increase. .Tests 110,000 - FTE 36 105,000 34 100,000 32 95,000 - w 8 90,000 30 G 85,000 28 80,000 26 75,000 - -- -- - , 24 94-95 95-96 96-97 97-98 98-99 99-00 In this graphic, the lab productivity,as measured by tests per FTE per month is compared over the timeframe of 1994-95 through December 1999. This is compared to the benchmark standard of 229 tests per FTE per month. Lab productivity has consistently been about 15%greater than the benchmark standard since 1995-96. In the current year,the lab is performing approximately 30%more productively than the benchmark standard. 310 'Test/PrE I MO 300 —Benchmark 290 0 280 270 260 250 a 240 i 230 229 220 210 200 94-95 95-96 96-97 97-98 98-99 99-00 Safety& Emergency Response OSHA Incidence Rates—Lost Work Day Cases District-Wide There has been an increase in the number of Lost Work Day Cases in 1999 (19 accidents from January through December 1999). With the exception of a vehicle accident in December that resulted in a serious injury for an Auto Shop employee, the other accident injuries have not been severe. The medical restrictions placed on the injured employees have prevented them from performing all the normal duties of the job (i.e., limited lifting, climbing stairs, use of hand, etc.). Some of the employees have continued to work with the restrictions, but the accident is still considered a Lost Work Day Accident because of the restrictions. Staff has been reminded to be aware of their surroundings and focus on the tasks they are performing. OSHA Incidence Rates Lost Work Day Cases - 1997 Industry Average (6.1) m 5 4 3 d 2 1 c g 1996 1997 1998 1999 Calendar Year OSHA Incidence Rates—Total Injuries District-Wide The Total Injury Frequency Rate is a combination of the Lost Work Day Cases and the cases that require Other Medical Treatment. There were 43 accidents during 1999 (19 were Lost Work Day Cases). First Aid rases are not included in the calculation of this rate. Because of the increase in Lost Work Day Cases, the total number of injuries is also higher than previous years. OSHA Incidence Rates Total Injuries - 1997 Industry Average (11.2) m ¢ 10 5 a 0 u c 1996 1997 1998 1999 Calendar Year Workers Compensation Claims and Costs The Workers Compensation Claims and Cost are reported by fiscal year. The Lost Work Day and Total injury graphs shown above are calendar year rates as required for OSHA recordkeeping. All claims and medical invoices are reviewed by a third party to ensure that proper medical treatment is provided for injured employees and the costs for the treatment are within established guidelines. The medical bills reviewed from July 1 through December 31 totaled $62,422. Medical treatment costs are charged to the fiscal year in which the injury occurred. All open claims have the potential to incur additional cast. After the medical review process, the amount was reduced to $29,630, which resulted in savings of$32,792 for the fiscal year. Workers Compensation Claims and Costs Fiscal Period Claim Count Open Claims Total Incurred 7/1/85-6130/86 31 1 $341,385 7/1/86 -6/30/87 54 0 $84,896 711/87-6/30/88 52 0 $142,933 7/1/88-6/30/89 45 0 $203,590 711/89-6/30/90 58 0 $174,929 7/1190-6/30/91 78 0 $149,356 7/1/91 -6/30/92 58 1 $296.572 7/1/92-6/30/93 58 0 $105,532 711/93 -6/30/94 43 1 $110,695 7/1/94 -6/30/95 47 1 $281,992 7/1/95 -6/30/96 49 2 $199,054 7/1/96 -6/30/97 35 2 $304,497 7/1/97- 6130198 47 5 $467,320 7/1/98 -0/30/99 38 5 $205,880 711/99-6/30/00 21 11 YTD $115,323 Source Control Division Industries with Discharge Violations The total number of industries in violation of their sewer discharge limits during each month is shown. The trend analysis shows a reduction of nearly 50% in the actual number of industries in violation during the past five fiscal years. This reduction is indicative of the Source Control Division's proactive approach in preventing discharge violations of the sewer system, and the application of waste reduction practices by the industrial users. Industries With Both OCSD and Self-Monitoring Violations 70 60 s0 —. 40 30 20 I 10 0 .;Ui J A S O N D J FM A h' %. S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S ON Fiscal 1999-2000 • OMTS COMMITTEE Neebg Date To ad.of M. 2/2/00 2M/00 AGENDA REPORT ern Number Iem Number Orange County Sanitation District FROM: Bob Ooten, Director of Operations and Maintenance /'39 Originator: Ed Torres, X7080 SUBJECT: Contract for Comprehensive Odor Control Program Evaluation and Improvement GENERAL MANAGER'S RECOMMENDATION Informational item only. SUMMARY The purpose of the comprehensive odor assessment study is to determine what odor mitigating facilities are needed at the District treatment plants and in the collections system. Significant odor control facilities and collections system odor mitigation chemicals were successfully developed in the mid-1980's. The result has been reduced odor complaints from over 120 per year to less than 10 per year at the plants. Within the past few years, both plants have experienced an increase in odor complaints. The reasons for the increase include the following: Increased public outreach and awareness, aging facilities, existing operating protocol of scrubbers, new and/or existing odor sources not addressed, and reduction in O&M staff responsible for odor monitoring and control. Additionally, during the public comment period of the EIR process for the 1999 Strategic Plan, residents adjacent to the Huntington Beach plant expressed concern over the existing plant and collections system odors and whether the situation would worsen with the expansion of our treatment plants under the strategic plan. They questioned the accuracy of our data and the adequacy of our present odor management program. These same residents have recently complained about odor from our facilities both to the South Coast Air Quality Management District and the media. Because of the trend of increasing odor complaints, the aging of our existing odor control facilities, the District's policy to be a good neighbor, and the community's newly expressed awareness we are having on them, staff proposes a plan of action for improved odor control. This plan consists of five elements: 1. Characterization and prioritization of all odor sources 2. Review and improvement of existing O&M odor control procedures and practices 3. Evaluation and application of new technology 4. Capital improvements to control odors H F"b171ACaVtl, W .-I.ea Page 1 5. Community involvement during the evaluation of odor impacts and planning future ' odor control facilities A Request for Proposal was developed by Staff for consultant services to implement elements 1 through 3 above. Through a competitive evaluation and selection process, CH2M Hill was determined to be the most qualified and responsive firm. Therefore, staff is recommending that CH2M Hill be retained to provide these services for a cost not to exceed $485,000. In addition, the District will need to contract with various chemical supply companies to purchase test chemicals and delivery equipment to evaluate alternative chemical treatment technology for trunkline sulfide control. The specific scope and cost of the demonstration testing will be developed as part of the J-71-4 project. However, for planning purposes, Staff has developed a preliminary cost estimate of$183,000 for this scope of work. Well-defined and budgeted odor control capital improvement projects will be taking place simultaneously with this comprehensive assessment. Staff anticipates additional capital projects being developed as an outcome of this study. A Community Advisory Committee is being formed to assist the District in evaluating and planning for future odor control facilities. Staff will work closely with the CAC during the course of the odor study. PROJECT/CONTRACT COST SUMMARY The proposed Professional Services Agreement (PSA) is a new contract. Please refer to the attached Budget Information Table. BUDGETIMPACT X This item has been budgeted. (Line item: Section s—Page 12) ❑ This item has been budgeted, but there are insufficient funds. ❑ This item has not been budgeted. ❑ Not applicable (information item) The proposed PSA fee of$485,000 and the $183,000 for chemicals and related services are included in the 1999-2000 CORF under JOB No. J-71. The total budget for the J-71 Odor Control Rehabilitation and Refurbishment program, Job No. J-71 is $5,337,000 and will be spent over the next 4 years assessing and controlling odors. Please refer to the attached Budget Information Table. ADDITIONAL INFORMATION The comprehensive odor assessment study will be evaluating many elements of the District's odor control program including: existing and future odor sources and offsite impacts; cost implications of future odor control options; application of new technology such as biofiltration, alternative chemical treatment in the trunkline and automation of N:WgAlPpnl9B]tlmeY9MTb1CMTW F=la J-714 L m ..WI R, erro9e Page 2 chemical feed systems; O&M procedures and practices for odor control equipment and odor complaints; and organization and program costs for odor control. The results of this study, combined with a rehabilitation and refurbishment evaluation that will be conducted by engineering in the near future, will form the basis for future capital improvement projects for odor control. Since the communities concern is principally with odor impacts, both now and as facilities expand, staff is recommending that the Community Advisory Committee focus will be on reviewing and providing input into the level of odors that are acceptable to the surrounding plants residents and the associated cost implications to them and other rate payers for the various levels of controls being proposed. Staff may also use the Community Advisory Committee to present any significant improvements to the program, as a result of the independent assessment. The project schedule is estimated at 9 months. Recommendations for improvement to the O&M program should be available for the peak odor season this summer. Recommendations for future capital improvements should be available to engineering for incorporation into the FY 01-02 Capital Improvement Program. Staff plans to hold at least one Workshop for the Directors to discuss the key project results and identify the policy decisions that need to be made. ALTERNATIVES Do not conduct the study at this time, but develop projects around staff assessment only. This alternative would not allow for prioritization of odor sources and their control, or the evaluation of alternative technology and improved 0&M practices to maximize existing resources. The result would be more reliance on capital improvements to control odors using traditional technologies. Traditional technologies such as chemical odor scrubbers are expensive to operate and use hazardous chemicals that increase the risk of injury to our employees and the community. The study will provide a wider view of modern technologies being used to control wastewater treatment plant odors. CEQA FINDINGS The project is categorically exempt ATTACHMENTS 1. Budget Information Table 2. PSA Status Report N)%m dTMomWMmrr*81OMT5%WTSM form for J-I1<cmveq m.Y t R.„..,. .. Page 3 BUDGET INFORMATION TABLE COMPREHENSIVE ODOR CONTROL PROGRAM EVALUATION AND IMPROVEMENT JOB NO. J-71-4 ORIGINAL CURRENT PROPOSED PROPOSED FUNDS THIS PROPOSED ESTIMATED ESTIMATED PROJECTlTASK AUTHORIZED PROJECT BUDGET REVISED AUTHORIZED AUTHORIZATION TOTAL EXPENDITURE EXPENDED BUDGET BUDGET INCREASE BUDGET TO DATE REQUEST AUTHORIZATION TO DATE TO DATE(%) Project Development S 90,000 $ 90,000 $ 90,000 $ 90,000 $ 90,000 S 47,135 52% Design Staff $ 335,000 $ 335.000 $ 335,000 S 335,000 $ 335,000 0% Consultant PSA $ 970,000 $ 970,000 $ 970,000 $ 485.000 $ 485,000 0% Construction Contract $ 3,258.000 $ 3,258.000 $ 3,258,000 $ 0% Contracts(other) $ - $ 183,000 $ 183,000 0% Construction Staff $ 684,000 $ 684,000 $ 684,000 $ 0% Contingency $ $ 0% TOTAL $ 5,337,000 $ 5,337.000 $ - $ 5,337,000 $ 425,000 $ 668,000 $ 1,093.000 $ 47,135 1% h.%n dlalengVonns%budget table Fmm Retie 1W17I98 Professional Services Agreement Status Report Job No. J-71.4 Comprehensive Odor Control Program Evaluation and Improvement Total Project Budget: $5,337,000 Consultant: CH2M Hill Start Date of Project: March 2000 Date Addendum Description Cost Accumulated Costs 2/3/00 Original Comprehensive study of odor sources and offsite $485,000 $485,000 PSA impacts, future control options, evaluation of new technology and improvement of O&M odor control procedures. This is part of the odor control rehabilitation and refurbishment project to improve odor control facilities, Job No. J-71. The Job No. J- 73-4 element is for total amount not to exceed $485.000. G:%excel.dtaWmV380\Torz sWDC budget formsU.714 PSA Status Report doc 01/25/00 Revised 05/14/98 OMTS COMMITTEE Ne ng Date To aa.ofoir. z/uoo 2/23i00 AGENDA REPORT Hm Numbe I Ibem Number Orange County Sanitation District FROM: Patrick Miles, Director of Information Technology Originator: Robert Thompson, Process Controls Manager SUBJECT: LONG TERM BENEFITS OF Y2K PLANNING AND PREPARATION GENERAL MANAGER'S RECOMMENDATION Receive and file a report on the long-term benefits of Y21K preparation and planning. SUMMARY The District experienced no Y21K problems during the New Year weekend. The preparation of equipment and computing systems were totally successful. A minor glitch was experienced on the January 12, 2000 payroll. All employees were properly paid, and the problem has been corrected. The District will receive many long-term benefits from the Y2K preparation and planning process. These benefits include improved control and inventory of District software, an updated and expanded Integrated Emergency Response Plan, an update to the Computer Maintenance Management Database and maintenance library, and updated software and firmware for process equipment and controllers. Software tools were implemented to remotely monitor and install software updates. These tools will assist the District in assuring all software is legally licensed uniformly revised. Software maintenance agreements can now be managed District wide, rather than Division by Division, maximizing volume savings and assuring uniformity. The District has disposed of obsolete software and computer hardware for improved support and user productivity. The Integrated Emergency Response Plan was updated and expanded. Much like the El Nino preparation improved the high flow response planning, the Y2K preparation will improve the District's response to earthquake or similar disasters causing general utility service outages. Emergency Operations Procedures were written for electrical, gas, water and communications interruptions. Staff was trained in all aspects of the updated plans and procedures. The Computerized Maintenance Management Database was updated as a result of the Y2K embedded system preparation. Obsolete, removed, or abandoned equipment was identified and deleted from the Computerized Maintenance Management Database. Technical manuals were ordered and filed where none were available for complex or critical pieces of equipment. C\i AM KOMTS A.p R�3fp.Mc Rs ermve Page 1 Process control equipment software and firmware were updated. All Programmable Logic Controller firmware and programming software were brought up to a uniform revision level to assure reliable operation. Several small controllers and other "smart" equipment were found to have no interface software in the District. The District now has this software and is better able to respond to the possible failure of this equipment. In summary, the District has received a long-term benefit from the Y2K preparation and planning project. The District is more prepared for a disaster such as an earthquake and the District's operation will be more productive due to improvements in software management, Computer Maintenance Management, and process equipment upgrades. PROJECT/CONTRACT COST SUMMARY The Year 2000 Date Compliance Project is budgeted for$3.46 million. Actual cost through mid January 2000 is approximately $2.9 million. BUDGETIMPACT ❑ This item has been budgeted. (Line item: ) ❑ This item has been budgeted, but there are insufficient funds. ❑ This item has not been budgeted. ® Not applicable (information item) ADDITIONAL INFORMATION N/A ALTERNATIVES N/A CEQA FINDINGS N/A ATTACHMENTS N/A C,RFMRY g TS Ap .Re AJ M1r RmaeB. BG09p Page 2